Business case builder

Make the case in numbers.

Value Case turns a few operational inputs into the business case a CFO expects — net present value, IRR, payback, best and worst cases, and what the result is most sensitive to.

Presets use illustrative assumptions

Try it: switch presets, then drag Share of volume automated and watch payback and the tornado chart respond.

Automation business case · prepared with Value Case

Net present value

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Payback

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from go-live

IRR

–

Capacity freed

–

Cumulative cash flowUndiscounted, by month

Expected Aggressive Conservative

Scenarios

Conservative: 20% less automated, 50% slower ramp, 15% cost overrun. Aggressive: 10% more automated, 25% faster ramp.

Where the value comes fromAnnual, at full run-rate

What the NPV is most sensitive toEach input moved ±20%, others held constant

Input 20% lowerInput 20% higher

Executive summary

Method

Benefits. Labor savings = volume × share automated × (1 − residual human time) × minutes ÷ 60 × loaded rate. Error savings = automated volume × error rate × reduction × cost per error. Benefits ramp linearly to full run-rate.

Costs. One-time cost lands at go-live (month 0). Run cost is spread evenly by month.

Returns. NPV discounts monthly cash flows at the annual rate converted to monthly. IRR is solved numerically and annualized. Payback is the month cumulative cash turns positive.

Capacity. Hours freed ÷ 1,800 productive hours per FTE-year. Freed capacity is usually redeployed rather than cut — the summary says so.